Substance and Style

As restrictions are lifted, many people are anxious to go back to “normal.” They are quickly finding that there’s no such thing. For one thing, we aren’t really post-covid; we’re just post post-restrictions. In the workforce, we’re likely to feel the effects for a very long time, if not forever. The way people feel about work has changed dramatically over the past two years. If you’re like most companies, you’ve increased your starting wages and offered sign-on bonuses, only to still be understaffed. Employers who have spent years watching people compete for jobs are now having to compete for workers. It’s been a difficult transition for many to make. If you find yourself in this position, consider making some of the following changes:

1. Do offer that salary increase. Even though a higher salary on its own may not be enough to attract or keep the best employees, you can be sure that not paying a living wage will definitely keep them away.
2. Be realistic about remote and hybrid work. It’s here to stay. Unless you are running a restaurant or medical facility or something else where people truly must be physically present to do the work, you need to offer a remote or hybrid arrangement. Workers have proven that they’re productive from home, and they no longer appreciate the implication that they need to be constantly supervised or they won’t get their work done. Additionally, a lot of them are wise to the fact that commercial realtors are driving a the “we have to return to work to be productive” narrative. In reality, remote work saves money for businesses, and often leads to more productive employees. Your best bet is to hire people you can trust and then actually trust them. Otherwise, you risk losing valuable staff to the companies that have already figured this out. 
3. Get real about your requirements. You’re very likely limiting yourself and shutting out qualified candidates with the way your job descriptions are written. It’s obviously important to strive for excellence and get candidates who are qualified to do the job. But you also need to be realistic. Does a person really need a master’s degree and 5 years of experience for a high stress position that pays the same as working at Target? Or could you be more flexible with substituting education and experience? Does your receptionist really need the “ability to lift 50 pounds,” or are you tagging that requirement onto everything out of habit? Are you aware that a lot of people put that in job descriptions just to discourage people with disabilities from applying? You don’t need to compromise the quality of the work you want done, but you should rethink what qualifications people actually need to do the job.
4. Create a good work environment. Treat people right. People are more likely to quit over a toxic culture than over anything else, even being underpaid. Cultivate an environment where everyone feels respected. Have a diverse staff. Listen to employee suggestions. Model good work-life balance. Promote from within where possible. If you create a good company culture, you are more likely to retain the employees that share your values.